In the highly competitive world of real estate, building a successful team that can scale and thrive across multiple markets is no easy feat. However, the leaders of Team Integrity, Chase Delperdang and Jenny Adams, have managed to do just that.

Based in Tucson, Arizona, Team Integrity has expanded to five markets—Tucson, Sierra Vista, Phoenix, Las Vegas, and Kansas City—closing 465 transactions last year with an impressive $133 million in volume. In a recent episode of The OT Only Teams for Real Estate Podcast, host Daren Phillipy sat down with Chase and Jenny to unpack the strategies and insights that have driven their team’s growth and success.

Team Structure and Dynamics

At the heart of Team Integrity’s success is the complementary leadership of Chase and Jenny. While they have distinct roles and responsibilities, they work closely together to steer the team in the right direction.

Chase, the Director of Growth and Expansion, brings his expertise in recruiting, coaching, and people management. Jenny, the Director of Operations, is the “organizational wizard” who has built out the team’s systems and processes. Despite their different personalities—Chase describes himself as “loud and says stuff I shouldn’t,” while Jenny is more methodical—they’ve found a way to leverage their strengths and create a well-rounded leadership team.

This collaborative approach extends to their small but mighty admin staff, which includes a lead transaction coordinator, a listing manager, and several virtual assistants (VAs). By dividing responsibilities and leveraging technology, Chase and Jenny have been able to scale the team’s operations without becoming bogged down in day-to-day minutiae.

Culture and Hiring

One of the key factors that sets Team Integrity apart is their unwavering focus on culture. They liken their team to a family, and they’re fiercely protective of the environment they’ve cultivated. As Chase puts it, “We feel like it’s an honor to be on Team Integrity, and we’re going to protect the nest and protect our family.”

This commitment to culture is evident in their hiring process. Rather than prioritizing production metrics, Chase and Jenny place a premium on cultural fit. They have a rigorous vetting process that includes group interviews and assessments to ensure new hires will thrive within the team’s ecosystem.

“We’re not an ‘if you fog the mirror, you can come on our team’ type team,” Chase explains. “We’re looking for people who are going to add positively to the culture.”

This approach has paid dividends, as the team has been able to maintain a high level of morale and collaboration, even as they’ve expanded to new markets.

Splits and Lead Generation

One of the unique aspects of Team Integrity’s model is their tiered split system. Agents can earn higher splits (up to 75%) based on their production levels, which serves as an incentive for top performers while still providing value to the team.

This split structure is particularly important when it comes to lead generation. Team Integrity invests heavily in lead sources like Zillow, Ylopo, Google, and various referral platforms. For team-paid leads, they use a 40/60 split in favor of the team, as these leads can be quite expensive. However, for self-generated leads, the agents earn a higher percentage, incentivizing them to build their own sphere of influence.

To ensure accountability, the team has implemented a system where leads that aren’t followed up on within a certain timeframe are reassigned to other agents. This helps maintain the integrity of their lead management process and ensures that no opportunities slip through the cracks.

Listing Management and Agent Support

One of the key ways Team Integrity supports its agents is through its dedicated listing manager. This role handles all the behind-the-scenes work, from marketing to paperwork, allowing the agents to focus on client interactions and presentations.

“Our agents are still involved,” Jenny explains. “They’re there. They’re explaining the contracts. They’re doing everything, but she’s doing all the heavy lifting.”

This approach not only frees up the agents’ time but also ensures a consistent level of service and attention to detail on every listing.

Beyond the listing manager, Team Integrity provides extensive training and support to its agents. This includes structured onboarding programs, video modules, and one-on-one coaching to help agents develop the skills and confidence they need to succeed.

Expansion and Challenges

As Team Integrity has expanded to multiple markets, they’ve faced the challenge of adapting their culture to each location while maintaining their core values. “Just because it’s different doesn’t mean your values change,” Jenny notes. “You can have the same values in your expansion locations and the ethos by how you operate.”

Despite these challenges, the team has continued to thrive by implementing systems and maintaining accountability at every level. Their success is built on a foundation of strong leadership, cultural alignment, and operational excellence.

Final Takeaways

Chase and Jenny’s journey with Team Integrity offers valuable lessons for any real estate professional looking to scale their business. Their focus on culture, strategic hiring, lead management, and agent support has allowed them to build a team that not only performs at a high level but also maintains a positive and collaborative environment.

For those looking to grow their teams, Chase and Jenny emphasize the importance of:

• Hiring for cultural fit first and skills second
• Implementing strong systems and accountability measures
• Providing continuous training and support for agents
• Maintaining a balance between structure and adaptability in multiple markets

By applying these principles, real estate leaders can build high-performing teams that not only close deals but also create lasting success for their agents.

Want to learn more from top-performing teams like Team Integrity? Tune in to The OT Only Teams for Real Estate Podcast for more insights from industry leaders!

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Listen to the full episode with Chase Delperdang and Jenny Adams on Spotify or YouTube. Follow The OT Only Teams for Real Estate Podcast for more expert insights!

Transcription

Announcer  00:00

Welcome to the OT only teams in real estate.

Chase Delperdang  00:15

What you see with a lot of teams is oftentimes they will increase splits in the agents favor to make up for lack of value. So that’s just how it goes. Is I don’t have much to offer, so I’m not going to charge as much for the splits cause as much so as long as you as a team owner, goal is to provide as much leverage and value to your team members as possible. That justifies those splits. All day long, we feel like it’s an honor to be on Team integrity, and we’re going to protect the nest and protect our family. So while you don’t just let anybody knock on your door and come in and sit at your dinner table, it’s the same thing for our team.

Announcer  01:01

Here’s your host, Daren Phillipy,

Daren Phillipy  01:04

everybody, welcome to this week’s ot only team for real estate agents. My name is Daren Phillipy, and I’m your host, and we got another good one, like always guys every single week we got someone good this one. We’ve got two people that lead that lead team integrity, based out of Tucson, Arizona. We’ve got Chase delper gang and Jenny Adams, and they run a team of 31 agents with really not a huge staff, and they’re in five markets. They’ve got Tucson, they’ve got Sierra Vista, which is just south of Tucson, they’ve got Phoenix, they’ve got Las Vegas, and they’ve got Kansas City, Missouri. And so if you want to learn how to run an expansion team, they close over 400 what was it? 367 last 12 months. They said they’ll end of the year by doing over 460 units. It was going to be a big number. And man, they run an awesome team. They talk about culture, they talk about splits, and how they run their splits with their team, and they talk about leadership. This one is a don’t miss, so I’m done talking now. This is the deal. They gave us a couple of things, a couple of secrets, and they put it in the little chat. Did you guys know that you don’t actually have access to any of the chats? What happens is the people who are in the room live on the ot get access to the chats, and you’re also able to ask questions, so they’re going to talk about something that’s really, really good, and it’s only in the chat, and it’s only for those who are in the room. So if you don’t want to miss out and you want to make sure that you’re able to hit all the the future OTs and hear what they’re saying, and, more importantly, ask the questions that you’d like to that would pertain to you. Make sure you join the OT. It’s every Tuesday at noon, Pacific Standard Time, so put that in your calendar. Anyway. I’m done talking. I have a feeling I’ll see you guys after the OT. Alright. Guys, welcome the OT guys. I am so happy to be able to have this. This week’s guest. I’ve I’ve seen Chase and Jenny over the years. And me and chase have ran a couple of paths, not side by side, but he was like the the leader of the leaders of the leaders. And I’m excited to spend some time with with them. They are down from Tucson, Arizona, where I killed all the pest control bugs down there. In fact, I’ve got a really funny story that will if we get bored. I might tell you that story in Tucson, but we’ve they. They run a team integrity, which is based out of Tucson, but they’ve got lots of different markets. They’ve they’ve done over the last 12 months, 376 transactions and 133 million in volume. Jenny and Chase, thanks for hanging out with us that beer. So tell us a little bit about we want to find out a little bit about your team. How you guys got together, what does that look like? What is your dynamic?

Jenny Adams  04:09

Yeah, so team integrity started in 2014 and there were four of us that were on another team, and, you know, wanted to separate, and so the person who founded team integrity was leading that other team and stepped off, and then him and three of us followed him, and we were like, Okay, well, we’re going with you. So we started in 2014 and really, I’ve just stuck together since Chase and I took over in 2023 January. Of 23

Daren Phillipy  04:45

very good. I love it. How did you guys get connected? You and Chase,

Jenny Adams  04:51

so Chase was the team leader at one of our market centers. We had two here in Tucson at the time, and was the team leader for one of them. And. And we were, I think we were at like a business planning clinic, and we were just sitting there and talking about ways that we could grow and work together. And it just made sense that he he wanted to step out of the TL role, and it just made sense that he would join our team. And so we signed, like a paper contract during business planning clinic, and never looked back. So you did not do the CV process on that part? Yeah, we didn’t

Chase Delperdang  05:28

it actually, I think was at a CV class, to be honest, it might have been, yeah, so I came on as director of growth and expansion, whatnot, Jenny’s director operations, and like Jenny said two years ago, we bought the team, and have been blown going ever since,

Daren Phillipy  05:48

awesome, awesome. Now, what is your guys’ org chart look like when you’ve got two leaders? Maybe confusing. Tell us a little bit about what that org chart looked

Chase Delperdang  05:57

like for you guys. Yeah, Jenny is an organizational wizard, and she grew the team from the from the director of operation side. And just how she works is phenomenal. She is a at heart a problem solver. And looks at looks at most people look at a problem or issue or a system one way, Jenny will look at it 97 different ways and find the best one to make it work. And we are much different personality wise. I Jenny speaks methodically. I am loud and say stuff I shouldn’t. And my my heart is, is like people in recruiting and in coaching and stuff. So yeah, we have just naturally. And the great part about organization our size is there’s people I connect with better, there’s people Jenny connects with better. It really makes it for a well rounded machine.

Daren Phillipy  07:01

So what does that admin look like? That admin staff and my guest, Jenny, you’re in charge of that, since you’re the systems girl,

Jenny Adams  07:08

yeah. And I would say too, I think what makes it work is that we’re in the office together. I think it would be significantly more challenging if we each worked at home or in different locations. But I think because we’re together in the office every day. It it might be something that I’m taking over. He’s taking over, but we’re hearing the other person talk about or solve that

Chase Delperdang  07:30

problem. We we’ve shared the same 10 by 10 office 10 feet by 10 feet office space for the last since 2018 so we eat four to five meals together a week, and we’re here every week. So yeah, like Jenny said, while might be working on different things, we’re overhearing it. So there is that symbiotic relationship.

Daren Phillipy  07:53

Yeah, very cool. All

Jenny Adams  07:55

right, so on the admin side, we have our main transaction coordinator. She has been with us since call it day one. So she’s phenomenal. And she does not live here. She used to live in Tucson, but her husband was moved with the military, and so we she’s our main lead transaction coordinator, and she’ll close like 400 files will run through her. She’s just very good at that. And then we have a listing manager. We have a main admin person who is in our office, and she does everything from client events to, you know, some paperwork stuff. So she does just a little bit of everything. We have two vas. And then our team in Vegas does have an admin as well, so we’re pretty small but mighty when it comes to the admin side.

Daren Phillipy  08:48

Perfect. I love that. What is, what is, how many agents you guys have on your team? And do they do buyers and sellers both? Yeah,

Jenny Adams  08:54

we have 31 agents, and we do buyers and sellers, yep.

Chase Delperdang  09:00

And we have some, we have some part time and referral agents that are mixed in with that. So yeah, but bulk of it’s in Tucson. And then Sierra Vista, which is just south of Tucson, about an hour and a half, and then Vegas, Phoenix, Kansas City,

Daren Phillipy  09:20

for the record. By the way, there’s lots of big bugs in Sierra Vista.

Chase Delperdang  09:26

So you watch out, Sierra Vista is a different animal in general. That’s because those bugs crawled through some toxic waste. Yeah,

Daren Phillipy  09:37

we’ll get to that, by the way. So you were in one of the markets you’re in, Kansas City, Vegas, Phoenix, your VISTA? Yes, perfect. So you’re feeding leads all over the place. How do you guys feed all 31 of your agents their business?

Jenny Adams  09:57

Well, like Chase mentioned, the bulk of our business is here. In Tucson. And so really, our spend for leads is proportionate to the amount of business that each location does and can handle. So our Tucson team is the largest and has always done the most amount of business. So we spend the most amount of money here Tucson and Sierra Vista. We do Zillow, we do ylopo, we do Google, LSA, Google, my business, those are the big ones.

Chase Delperdang  10:29

Yeah, we’ve got ones that will trickle in, like up, Nest, Chase, agent, express. Those are all referral, the referral only platforms, perfect.

Daren Phillipy  10:39

So is it? Is it a requirement for do they have to bring their own business? You got 31 people on your team. Do you guys? Hey, join my team. I’m going to feed you all your business. Do they have a certain requirement of bringing their own business? What does that look like?

Jenny Adams  10:56

To answer your main question, no, there isn’t a requirement that they bring their own business over. Everyone does because our splits are higher on self generated leads than something that we paid for. So it’s, you know, in their best interest to work their sphere and hold open houses, etc. So yeah, everyone does. It’s, we teach everyone how to lead generate for their in addition to doing lead follow up on the leads that we have paid for. But no, we don’t have a requirement of you have to close a certain amount of self generated leads.

Chase Delperdang  11:31

And we know that there’s every team is going to have different metrics of success, right? Some will say you got to close 24, 612, whatever. You know, we look at it as we’ve, we’ve never come from the standpoint of, we don’t, we don’t have the right to dictate what somebody’s financial goals are. If somebody’s financial goals $40,000 a year, great, are they a cultural fit for our organization? Great. So, you know, someone wants to make 200,000 400,000 or 60,000 the first and foremost is, are they a cultural fit? Are they going to add positively to the culture? And then we’ll talk about the transactions afterwards.

Daren Phillipy  12:17

Now, with with those, I’m curious, because you you say, and it’s kind of becoming more a norm. Back in the day, it used to be 5050, you’re on the team no matter what, and there’s a philosophy behind that is, and we want you to treat our leads and your leads the exact same. And the majority of our lead your business comes from US versus a higher a higher split for yourself generated. What are some of the things that you’ve learned from having different splits, things to watch out for, things that you’re like, man, we’re so smart in doing this. Well, we’re definitely

Jenny Adams  12:54

not so smart as we’ve made a bazillion mistakes. But we adjusted our splits last year because we felt like we were a little out of whack, really, in regards to the self generated leads we, you know, have because of things like this. You know, we’re able to talk to high producing teams all over and can get insight into what are other people doing. And we found that we were a little out of whack. You know, our self generated was 5050, which I think a decade ago, that’s what everyone was on. And it was, you know, no problem. But I think some of the larger teams are moving away from that a little bit. And I think in some level, it’s earned, you know, for that agent to receive more of an income. You know, we have agents that have been on our team for over 10 years, and they have done a lot of business, and they’re producing a lot of business. So for our team, it is stair stepped based on production. So after they closed a certain amount of homes or volume, they’ll move up a tier. And we did it like you can go from 50 to 5555 to 60, so that they were stepping stones that were doable, right? We didn’t want to make them go from like zero transactions, but if you close 75 you then get 75% you know, we wanted to give people something to work towards, because some agents might not want to close 75 transactions a year. So that’s how we just changed ours.

Chase Delperdang  14:35

The other part is, this is for a year, right? So you earn it for a year. You don’t earn it for life. The other part is backwards. We want to make that. We don’t want to do a big gap of 50% to 20% or to 70% and then you don’t hit that benchmark one year, and now you’ve dropped 20% back to revert it to that split. So it also allows you to tier. Down as well without having a drastic gap of success. Gotcha.

Daren Phillipy  15:05

So you, you actually move. If they, they will actually go down one they won’t go all the way back to 50% on on that is that correct?

Chase Delperdang  15:13

Yeah, so based off the tier, so, like, you might not produce as much that year. So the following year, you’re going to go down 5% instead of just, you hit this, and it’s 75% now, and it, it just, it’s smaller steps to climb. Love,

Daren Phillipy  15:30

love that now, just a little side note. This is Nathan’s first time visiting. So for all, for all questions, you write those down. Go ahead and go ahead and put them in the chat. That’s fine. There’s going to be a point where you read your digital hand, and you can actually ask those questions, and so at least you did it appropriately. Scott, usually just starts talking and asking questions, and I ground him and put him in Mute world. So Nathan, thank you for

Jenny Adams  15:59

Well, wait to answer your question, Nathan but answer your question earlier. Like, do we see that agents treat leads differently? Not really. Our split on Zillow is different than a self generated lead, right? We are Tucson is not a flex location, so we are paying for that lead up front. It’s not a referral, so and they’re very expensive, and we don’t see agents treat those differently, because an agent could get as a low lead today and they could be under contract in four days. So the agents know that, they see that we talk about it, so I don’t think they treat it any differently. I think as an industry whole, we have an issue with agents have too many leads to follow up on. So I think it’s regardless of where the lead comes from, there still could be an issue with long term follow up.

Chase Delperdang  16:52

Now we we hold those, those team pay leads more accountable, if you will. So if a lead comes in and it’s not answered within or called within a couple minutes like we’re going to reassign that back to all the other agents to claim it awesome.

Daren Phillipy  17:07

What does that look like? So you’ve got, you’ve got lots of lead sources coming in, which is, which is fantastic, and at the same time, how do you hold them, them accountable for that activity that

Jenny Adams  17:23

say that again, our CRM helps with that. We use follow up boss, and we have it set up in such a way that it’s easy for us to identify the leads that might be slipping through the cracks or haven’t been followed up on.

Chase Delperdang  17:37

Yeah, just to pull up a smart list, new, not new, not contacted. And you know, very rarely is there over 15 people in there. So you just pull it up real quick. And you know, do that a couple times a day, throughout the day, and leave it up. And simple, if you claim that lead first to claim and you didn’t call it in five minutes, it’s going out to the group again. It’s just it is what it is. Nobody gets emotional around it either.

Daren Phillipy  18:02

So we’ve, I’ve talked to other teams that spoke about about all these leads that go into they call it the lead pond, and that pond has, you know, leads from all of these different sources that didn’t actually do anything. And then he said, one of the things I found out is it wasn’t a pond, it was actually a trash can. It wasn’t there wasn’t anything there because he wasn’t staying in contact and using that. How do you use it after they that hot moment or two? How do you keep that baby warm? So there’s good business in the future.

Jenny Adams  18:40

Yeah. So great question. It goes to our isa afterwards, and that’s a new change for us. She is a new hire, and we wanted to give the agents like first dibs on leads. You know that was important to us for them to have that opportunity to claim the lead and work it and see it through. If an agent doesn’t claim a lead, it goes to our Isa. And then after most agents are giving it about 10 days to see if that lead is, like, still a hot lead, and if they are not, and it’s like, you know, fizzle down, they’re going to give it to our ISA and let her work her magic perfect. And then

Daren Phillipy  19:19

once, once that hits the ISA, my guess is the ISA gets a piece of that, that closing at that point,

Jenny Adams  19:26

yeah, yeah. And that’s why we wanted to give the agents like first dibs first, so that they’re not automatically paying an ISA when they never even had the chance to claim that lead. Yeah. Love, that. Then, if they assign it to the ISA, and she gets them up and going again, she’ll give it back to that original agent,

Daren Phillipy  19:47

right? Well, you know, it’s, it’s so important this, I think this is, this is, it’s easy to give higher splits until you look at your profit and loss and you look at your we call. A 30, 3040, you look in the budget model, when you’re having, we all know that you’re having to spend a lot of times 20 to 35 even 40% on a lead. And if you don’t give, if you’re not taking your fair share, you actually are losing money. You’re not getting that profit, and you’re hurting yourself, and you don’t even realize it. And so I’ve, I’ve loved that you’re still at the 5050, with those leads, because you kind of have to, if you don’t get too far off of that, right?

Jenny Adams  20:28

Well, so our team paid is 40, 6060, to the team and 40 to the agent, because they’re really expensive, right, right?

Chase Delperdang  20:38

Hey, when you as a what you see with a lot of teams is oftentimes they will increase splits and the agents favor to make up for lack of value. So that’s just how it goes. Is I don’t have much to offer, so I’m not going to charge as much, or the splits COVID as much. So as long as you as a team owner goal is to provide as much leverage and value to your team members as possible that justifies those splits all day long.

Daren Phillipy  21:08

Okay, so you just said, my favorite thing. There’s going to be lots of favorite things, but, or should I say, and you have 31 people on your team, and not saying everybody they are on a 4060 split, 44 the agent and 60 for the team. There has to be value. And I know we’re not in the leverage portion of it. I want to talk about, what does that sound like, having a conversation with someone that you’re a talent, that you’re trying to bring in your world, and saying, Hey, by the way, you’re going to start at a 40% 60 with us. What does that conversation look like? Because I think that is key when adding talent to your team.

Chase Delperdang  21:49

Yeah, so sitting down with people is when you paint the picture of what’s provided for them, right? Our agents don’t have any cost beside like we pay their kW fees so they have their gas MLS, so, so they, they truly have a, essentially a zero net operating cost. Wow, little things, and then from there, right, when you paint the picture that you’re you have the same opportunity at every single lead as our top earners on our team, right that Zillow call rings every single phone, regardless of the split you’re on and our our goal, Jenny and I’s goal every single day is to wake up and and make sure agents are happy, make sure our agents never want to leave, and to make sure that we can take as much off their plate as possible so that they can do their one thing they’re not even their top 20% their top 5% and that is to help people buy and sell real estate. There’s, there’s not too many people that got their real estate license because they said, Oh, man, I really love doing paperwork, or I really love getting bogged down with the mundane. So our job is to rip all of that off as much as possible and just let our agents go and run.

Daren Phillipy  23:08

So good, so good. I love it. Gil, great question. We’re going to have you hold that question until the question portion, if that’s right. And let’s talk a little bit about listings. You’ve got listings in multiple markets, what do you do to leverage those listings? How do you what do you do to separate yourself from all the others when it comes to the listing side?

Jenny Adams  23:29

Yeah, I would say that’s really our listing manager. She only handles listings so she is very well versed on everything that goes along with them, and all the nuances, our agents are always involved. Though we’ve never been that team. And when we were setting up the team, you know, we had this discussion. There was another team in our Market Center at the time that the second the person, either the buyer, went under contract or the listing went active, the agent completely stepped out, and it was the admin side who took everything and ran we made a decision really early on, that that wasn’t the team that we wanted to be. We wanted to be more agent facing, and we were in the background, supporting and doing a lot, but the agent was the face of all of it. And so with our listing manager, she’s doing everything behind the scenes, but the agent is still present. They are there. They’re explaining the contracts. They’re doing everything, but she’s doing all of the marketing for it. She’s doing updates every week on the marketing results to the seller and the agent. And then, of course, if the agent wants to have a price reduction conversation, they are handling that. And then she just handles the paperwork side of it. But, yeah, I would say for listings, it’s our listing manager, um, our listing agents really don’t have to touch any paperwork. They have to, you know, explain, and know all of it, but she’s doing all the heavy lifting, and

Chase Delperdang  24:58

a lot of it comes. Uh, at the consultation too, right? Having great agents that can explain what’s going to make your house sell and what’s not like, I think that there’s a lot of real estate agents that are timid to give input on somebody’s home and what it looks like, because it’s too personal. But sit down with Mr. Mr. Seller and say, I’m glad the four foot picture of you riding a zebra in Mexico is awesome and sentimental. We should probably take it off the wall, right? So I look at one of our agents, Jess, that does a phenomenal job with that is very tactfully, elegantly and direct. Will say this is how you should prepare your home to be sold. And we also have a fund to do some repairs if needed, if they can’t afford it, and recoup those monies with a fee later on, but to make sure that we’re not putting junk on the market, that’s also how you sell houses. So good.

Daren Phillipy  25:54

Little side note, I’m not sure if you were listing Nathan’s house, because he has that picture. He didn’t mention that his shirt is off in the picture too. That’s interesting. One last question on the listing side of things, I’m curious about the communication. If you’ve got the listing manager doing all the behind the scenes, but you’ve got the agent in the front. How does that communication work? You have systems in place to make sure that the agent is always on top of things, or if they’re being reached out, you know, for that communication, where can they go to get that information? What does that look like? Yeah,

Jenny Adams  26:33

that all lives in follow up, boss, our CRM that we use. Every listing has tasks and action plans that go along with it, and the agent can see what our listing manager is doing, and she can even see what the agent is doing, so she see seed on all emails when a listing is about to go live, with the seller’s permission, we’ll start a group chat with the sellers, our listing manager and the agent, and we try and keep everything in that thread so everyone is on the same page. And if Stephanie is her name, if our listing manager Steph can, if she can answer a question, the agent can at least see what was asked and answered. Well,

Chase Delperdang  27:16

we’ll we’ll close. If nothing else changes, which will have some more to go under contract. We’ll close 472, units this year, like we will have issues with transactions with that volume, and we are right environment right now. So having all that communication through the CRM is massive. And Jenny can attest, over last several years, it’s it’s saved us several times of false allegations, or you didn’t communicate enough, whatever. But keeping that everything needs to go in the CRM. It needs to be documented. So good,

Daren Phillipy  27:51

so good. Let’s talk a little bit about leverage. You’ve got majority of the team in Tucson. You do have them in other parts of the country. You said the number one thing that’s most important is your to see if they’re cultural fit. What do you do to make sure your culture of culture fits? That was good,

28:09

yeah. So I, I always

Chase Delperdang  28:12

give one is we go through the CV process, right? Like we we pull a kPa on them. We get to understand them a little bit, and what makes them tick. We’ll do a group interview, right? So I’ll meet with somebody, and if they get through that interview, I’ll say, Hey, Jenny, I met with John Smith. I think, I think there’s something there. And then Jenny and I will meet with them. And if John Smith gets through Jenny and I then we’ll do a group interview with our leadership people. So I always tell people, and we’ve, I’m assuming this year, let’s call it 30 people that have asked to join our team, inbound inbound leads. We’ve hired four. So that we’re it. We feel like it’s an honor to be on Team integrity, and we’re going to protect the nest and protect our family. So while you don’t just let anybody knock on your door and come in and sit at your dinner table, it’s the same thing for our team. We are not a if you fog the mirror, you can come on our team type team that is, that is not how you run a good, fun business. So having different points of red light green light is massive. And getting to know them, getting to know their desires, getting to know their their family life, what that looks like. What do they want to make? That’s a big one. Or what do they need to make? Rather, one of the things that Jenny and I ask is, how long can you go without a paycheck? And if you tell us anything less than 90 days, go do something else or something with another team, we’re not going to bear that responsibility. Of you need a paycheck by 90 days, or you’re going to go broke. We can’t, we’re not going to take that liability.

Daren Phillipy  30:07

Gotcha. Okay, that’s, that’s actually so if you’ve got 30 people coming to you, knocking on your door, you took four. Were there more people that had talent, or they just not a good fit. How are you I’m just talking now. How are you drawing those people? Because there’s people in the room that are like, Man, I wish I had 30 people asking me to be on my team so I can pick up four or five. One

Chase Delperdang  30:35

is when you hire good agents. You create a synergy, the team that people want to be a part of right, like, love them or hate them, right now, I think every high school kid wouldn’t mind a shot to play for the chiefs, right? Yeah, it makes me throw up too. I wasn’t going to use Raiders, but Right? They have a winning organization, and people want to be associated with people that are that are winning. So that’s massive. Another one is, I love to teach. So going out and teaching helps, and just having a good reputation when every market has teams where, when you say that you’re on that team. You’re like, I got a pretty good idea of how you guys operate or don’t. And then you might say, I’m on this team. You’re like, I know you have to be a good person, because they don’t hire bad people. So you can’t cheat. You can’t cheat time with that that that takes time and influence over time in a market with a good reputation. And it’s, it’s no different than personal real estate transactions. When you’re consistent with that, the phone starts ringing in the other direction.

Daren Phillipy  31:52

Well, I was going to ask a dumb question, but I think you answered it is, is, how do you tell that story about your great, you know, your great culture, and I think you just answered it, unless you have something else to say. Well,

Jenny Adams  32:07

we could, we could definitely do better, right? No, really, we, we are not super great on social media. You know, there are teams that are significantly better at it than us, and we could definitely do a better job at telling our story. A lot of it comes from, like Chase said, you know, teaching and and a lot of it comes from our own agents, right? Like our agents are hopefully our biggest fans, right, so that when other people see them happy and successful, it is a reflection of us. Yeah,

Chase Delperdang  32:45

so good. Daren, what’s your favorite meal at restaurant in Vegas right now?

Daren Phillipy  32:50

Like, she’s gotta be some sort of chicken wings. Probably sunset pizza with chicken strips.

Chase Delperdang  32:55

But why? Like, what about their wings? Like, what’s I

Daren Phillipy  32:59

think it’s got heroin in it, and they’re so good, and they taste perfect with the pizza.

Chase Delperdang  33:06

So like you’re describing and you’re passionate about this, I can go to Yelp, right? I can go to Yelp and look at pictures, yeah, and see other reviews. But you giving me a personal testimony of how much you love this place. It’s like, I gotta go see it now. So your agents and people that are like the the a person of peace in your organization, a TL coach, whatever, allow them to kind of tell your story for you. Great, great

Daren Phillipy  33:33

point. I love it. Okay, I’m going to tell you a quick story. I’m not going to ask you any more questions, because there’s a lot of people. Nate, you could raise your hand. Gil you could raise your hand. Ozzy and Becky just went and did it. I’m going to tell you, while you guys are about ready to ask your questions, I’m going to tell you my story of selling pest control in the Gallus. I was knocking doors going down trying to kill all the bugs in the Gallus on the on the US side. And if you guys don’t know this, Nogales, half the city is in the states. The other half is in Mexico. And I get to the end of the road, it was like a cul de sac thing. And I’m like, Where the heck is the next house? So I walked around the house, and there the wall was. The wall was right there. So I come back around and to go and knock on the door, and all of a sudden Border Patrol comes up to me, and they’re like, Get off. Get off the store step. And I’m like, hello. And they’re like, where are you from? I said, Tucson. And they said, What are you doing? I’m like, killing bugs. And they’re like, well, we saw you jump the fence. And I said, I don’t know about that. They’re like, Nope, there’s proof we saw you jump the fence. And after a little conversation, I was able to let them know that I did not jump the fence. So there’s my Nogales Tucson pest control story, 1996 by the way. Alright, I’m done telling stories. Becky, you are the greatest. Go ahead and ask your question. Then we got oz, and then anybody else? Ray. Your digital hands. Thank

Speaker 1  35:01

you, Chase, I loved what you said about culture and organically getting people to your team. What kind of advice would you give to us? We are an expansion team based in Colorado, and we are working on starting a team at daren’s Market Center. We do not have an agent there. It’s very hard to do it organically. When we don’t, we don’t have any of our people there. What kind of advice would you give to us?

Chase Delperdang  35:29

One is, I think going out and spending some time there, like you guys, have an organization that is successful, hopefully, because you’re expanding, right? Like, teach, go, provide value. Don’t expect, don’t expect a market center or what not to give you value without a value add first. That’s, that’s my number one. In addition to that, I think you’d be best suited to find an agent that, by might have seen a dip in production. That is a good agent. They just need good systems and accountability behind it. And when you help change their life and their trajectory, they’ll be grateful forever. And I would say that’s that’s the biggest ones, but you got time to spend, spend some time out there and go teach if you want to get to know how to grow in a market center, build relationships. Go teach, go provide value. Go do a mastermind. That’s the that is probably the best way to build a relationship and find a person

36:31

appreciate it. Thank you,

Jenny Adams  36:32

and I would say too, so badly we want to replicate our Tucson culture in Vegas with our team there, or in Phoenix with our team there, and you you can’t, right? So also, like giving yourself some grace that you’re not going to have that exact same culture. And whoever you hire in Vegas, they’re really going to be responsible for the culture there, and you just have to take the time to show them kind of what the standard is for culture, but let them kind of run with it. Because so we had an agent who started in Tucson, he moved to Sierra Vista, and was like, it’s not the same. And it’s like, well, no, it’s not, you know, it is different people, and you have to find that own cult, you know, the culture for that location. So it will be different, but it can still be really good. Different doesn’t

37:25

mean your values change, though, yeah.

Daren Phillipy  37:30

Can you restate that again? Chase, so,

Chase Delperdang  37:33

yeah, just because different does not mean that your values change, right? You can have the same values in your expansion locations and the ethos by how you operate, but the culture might be different doesn’t mean it’s bad. It’s just, it’s just different.

Daren Phillipy  37:51

So smart, by the way, Becky, look at how smart you are. Becky reached out to me a couple weeks ago and says, Hey, I think I need to come in down and teach. And now you just verified what she just is doing. So, so good. A great question. Ozzy, go at it, dude. Boom.

Speaker 2  38:08

Thank you. Thanks for both of you for pouring into to us today and giving us your time. Kind of a few quick questions, did you say you like or prefer for your recruiting agents in your into your team. Do you prefer new agents, or do you prefer seasoned agents? What do you prefer?

Chase Delperdang  38:29

Okay, so that’s the million dollar question next to what CRM should I use it? It depends on the person we we have. We bring both on, okay, culture and and personality. Fit Trumps. We’ve let go of high producing agents because they were not a cultural fit. And guess what? The business was just fine. The Sky did not fall. So it depends on where you’re at and you’re in the in the life cycle and and the seasonality of your personal is what I use, because if you, if you bring on a brand new agent, and you’re already stressed, with time, your production will go down training, then it just will, and it’ll, it’ll go back up eventually, but if you are doing all the hands on, your production will dip a little bit. Now, if you have other people to help train, then you’re good. Each one has pros and cons. Two things to look at is track record and trajectory. When you hire somebody is, what is their track record? What have they done for the last five years, 10 years, whatever have they been good at? Have they been steady, or are you number nine of real estate teams they’ve been on in the last 10 years? So and then, what is their trajectory? I don’t care if they’ve worked it in and out, or IBM like, what has been their trajectory in. The Street, and that’s where you can look at somebody and go, Okay, they’ve got a good track record, they got a good trajectory, and they’re a cultural fit. I’m willing to take a risk on this person

Speaker 2  40:09

got it, and you allow the agents in your team to do both sides, buying and selling, or do you separate? That

40:14

was a switch

Jenny Adams  40:15

three years ago. Jenny, yeah, yeah, we made that switch three or four years ago, we saw that in well, in Tucson, we were buy side and list side, and we just Yeah, felt like we needed to make a change. All of our new agents start out on the buy side. It’s a little bit easier to learn. You know, on the listing side, you’re really learning two contracts, the listing and the purchase. So all of our new agents start on the buy side, and I would say too for Chase and I were we’re not in production, right? We are. We are both licensed. But it’s a little bit more challenging for us to help a brand, brand new agent, because they’re not going to see Chase and I open a door, right? They’re not going to see us. What is our strategy for showing six homes on a Saturday? So it’s a little more effort involved with that. We’ve played around with, Hey, you have a mentor, and they get paid a certain percent, and it just kind of never took off. So I think what Chase said in the beginning is, if you’re at the stage of life that you can truly mentor and let someone shadow you, then new agents are great, right? They have they have no bad habits. You’re going to change their life by teaching them how to be a great agent. But, yeah, we hire both. That makes

Chase Delperdang  41:37

sense. Oh, when you hire slow too, right? Jenny and I have done it completely wrong, where stars align, and five people wanted to join the team in 60 days, and they said yes, and we’ll never do that again. So look at it this way is you’re having family dinner and you buy a friend over, you get to have undivoted conversation with them, learn about them, have eye contact with them, grow in your relationship with them, versus if you have free families over at once, like you’re, you’re trying to tie up balloons that you’re blowing right so you’re, it’s you’re just scattered. So hiring slow allows you to train a whole lot better and keep tabs on them a whole lot easier.

Speaker 2  42:24

I appreciate that. That’s pure wisdom. I appreciate you guys sharing that. My next question is about listings you mentioned. You encourage your agents to smoothly with finesse, tell them, tell their clients what they need to do to get their household and be confident with that. What do you do with the clients that say I don’t want to do any of that, I just want to sell as is, and I just want to list for this. Will you help me? Yes or no. Do you guys take, still take on the listing? Or do you have, like, a Do you have filters around what kind of listings you accept and you

Chase Delperdang  43:00

don’t? Yeah, we’ll take those listings on, I think within reason, okay, we’re not going to list your $300,000 house for $700,000 like, that’s just, it’s you’re throwing money away. But within reason, right? And allow the market to speak, is, there’s always objection, handlers of if Ozzy, I understand that. You know, you don’t want to do anything. Hey, let’s do this. Here’s three listings in your neighborhood that is also your competition. Let’s go walk these listings as if you were a buyer, and then we’re going to end at your house. And let’s sit down and let’s talk about which one of these houses you would buy based off of the appearance. So you can always, but you will always eventually get that one person doesn’t want to do anything. That’s great. Let’s talk about price reductions now, so we don’t have to do it later. If we don’t get X amount of showings or X amount of offers by 45 days, we’re going to reduce by 5% so it all comes back to scripting. Got

Speaker 2  44:00

it. Thank you. I appreciate that. And Daren, that’s all my questions, so I’ll go ahead and

Daren Phillipy  44:08

awesome question. Oz, by the way, didn’t you guys love your tying up balloons that you’re already blowing or you’re still blowing? What a great line, Jenny. You get to listen to this guy all the time. Alright, before No, because that’s

Chase Delperdang  44:20

Jenny’s life is. I’m like, Hey, we this, this, this blown up balloons. And Jenny’s like,

Jenny Adams  44:24

we’re not blowing up anymore balloons. Yeah, buy

Chase Delperdang  44:27

em or shoot em with a

Daren Phillipy  44:28

BB gun. So funny, um, before we have Nathan, we’re going to have Gil. Go ahead and Gil. Ask your question. Thank

Chase Delperdang  44:35

you. Feel like Nathan’s getting picked on.

Speaker 3  44:38

Okay, buddy, what are your best lead sources? We all have aspirants, we all have referrals. But besides those, what are your best lead sources?

Jenny Adams  44:50

So in Tucson, it’s Zillow, and I saw your question in the chat, so I’ll answer that as well. Our cost of lead really varies based on the Source Four. Were Zillow, we’re at about $230 a lead. Wow, that’s expensive, yeah, but I met a team in New York, I believe, and they were $900 as a little lead. So, you know, perspective, average price point, though, very different. Our Y Lobo leads are about 10 to $15 a lead, and we generate around four to 500 leads a month for all of our locations. But But to answer your question, Tucson and Sierra Vista, our number one lead source, with the exception of our sphere, is Zillow in Las Vegas, our team there, they’re all prior military and so that is their biggest lead source are people that they worked with at Nellis or Creech or just people they know. You know, through that community, Phoenix, it’s agent referrals. And in Kansas City, it’s Facebook,

Speaker 3  46:05

okay. And you mentioned that you hired a VA. Where did you find the VA? And what’s what? What’s the, what’s the typical budget, which you expect to be a VA, VA or ISA? Oh? Well, I guess both,

Jenny Adams  46:25

yeah. So our VAs are right around $800 a month for full time work. And we found the first one through a company that gave us like three options, and, you know, helped us vet them, and then our second one, Chase did an ad. I don’t remember the website, but he didn’t.

Chase Delperdang  46:47

I’ll put this in the chat right now. Everybody save this. This is basically the Phillipine VA job board that every single VA company that you would go hire, thank every single VA that you would go pay, like a VA company and pay them an absorbent amount of money post jobs in this website. Okay, so if you post a real estate VA position right now for $6 an hour, by Friday, you’ll have 200 applicants.

47:22

Wow, thank you. That’s big. I appreciate that.

Jenny Adams  47:26

And then our ISA is a salary with a percent of commission on any leads that she passes off.

Speaker 3  47:34

Okay, awesome. Thank you guys. I appreciate it. Welcome. Welcome.

Daren Phillipy  47:38

Great question, Gil, and for all of those listeners who are either listening or not in the room, one of the benefits of being in the room is you actually know that that website. So next time, I would assume that if you want to hear some of the extra good stuff that is not on iTunes or on facebook or not on Facebook YouTube, you don’t get that link. And I’m not telling anybody. So awesome stuff. So good. Thanks. Gil Nathan, go ahead, do your thing. Hey guys. So

Speaker 4  48:07

a couple questions. So in terms of like onboarding and trading, what training, what kind of model or time frame, talk to me a little bit about your onboarding and your training program to kind of get them up to speed, ready to go, yeah.

Jenny Adams  48:21

So once we have done, you know, all the interviews and everything is, you know, signed, sealed and delivered, that’s where, you know, we all step in, and we built out automations and action plans within follow up boss. So our action plan will give us a whole bunch of tasks, and they’re, you know, some are to me chase or to our admin team, so we all know exactly what we’re doing when we’re onboarding someone and who is responsible for that task. In addition to that, we have, we built out an email campaign where emails will go out every morning, and I think it’s for about three weeks, and every email has a video for them to watch. Goals and vision boards are really important to us. They’re of course, going to talk to chase or I about that in person, but we also have a video around here. Is what we put on a vision board right here is how we’re going to help determine our goals. So we have that we have a video series on how to do an open house. So instead of us explaining how to do an open house every time, it’s a two part video series, and they are going to just watch and they can re watch it. So it’s a mix of in person, our CRM and then videos. So then they

Chase Delperdang  49:43

they have to present the purchase contract. What makes us a little bit different. Thing is they have to present the purchase contract to either the Associate Broker in our office or somebody in leadership. And they have to give the green light for them to get leads. They have to present the go. Consultations to me. So that’s we have benchmarks. It’s that might take them two weeks. That might take them four it’s up to them. How fast do they want to get leads and get into production?

Jenny Adams  50:13

Yeah, we’ll move as fast as they want to move. We hired two people recently, and one gal, because of life, she really won’t start until January. So with her, we’re moving very, very slow because we can. And then with the other gentleman, contrary to what Chase said earlier, this is the anomaly to it. He said, I only want to be on your team, but I need to get something under contract very quickly. We said, Okay, we’ll, you know, we’ll take a risk. We’ll give it a shot. He wasn’t a brand new agent, either, so that helped, but he was turned on to leads within one week because he explained the purchase contract and he was able to do the presentations. Some of the other things that we’ve done in the past, and we’re still doing right now, it’s just not an automated system. We had all of our agents. They had fun with this. We said, Give us scenarios. And so what we did is an email would go out every couple days to the agents, or to the new agent, and it would say, write a purchase contract. And these are the criterias. We would give them the name, everything they needed for a contract. Name, close date, price terms, additional things that they wanted to ask for, and then we would give them criteria, go find a home that’s in Summerlin, that has half an acre and price doesn’t matter, has to have a four car garage, right? So that what it did is it helps them write the offers and it helps them to learn the MLS, because they had to get on the MLS and find that home. Because what we found is that agents are great in person, they’re great at showing homes, but when it comes to writing offers and using the MLS, they really struggled because they just didn’t have repetition underneath their belt. So our goal is that when they write their first offer, they have written so many that they can write it in 10 minutes. And then we leverage all of our systems have some sort of like training academy, and we leverage all of that. So Zillow has an academy ylopo follow up, boss. They all have videos that they can watch, and then I always meet with them one on one afterwards to say, Okay, you watch this big, long video, we do about 90% of what they do. Here’s the 10% that we do a little bit differently.

Speaker 4  52:40

Let me ask you a question about listing of buyer consultation or presentations. Uh, what’s the average time that you guys take? And then, how often do you guys update those? And then how? How long is it typically? Do you see agents kind of be able to pick up on your presentation consultation?

Jenny Adams  52:56

Yeah. So we update them every six months. It’s a recurring calendar invite so we don’t ever forget. And we do it as a whole team, well per location, and we pull it up and what do we need to change? Do we not like the colors anymore? You know, it gets really, really nitty gritty, but we do it every six months. Our consultations really can vary per agent, but for a brand new agent, I think they’re going about 45 minutes with Chase to explain it.

Chase Delperdang  53:31

Yeah, it’s 3030 minutes to 45 minutes kind of is a standard, I told a newer agent. I said you did a phenomenal job. Competency wise, it took you four sentences to say one. So that’s where those critiques come in. To kind of shorten it a little

Daren Phillipy  53:51

bit awesome question. Nate, so good, and thank you guys so much for being here. Chase Jenny, you guys were so good. Everybody loved what you guys were saying. You’re so smart. And thank you so much for sharing. If we wanted to send some business in in Kansas City, or SI AVers Sierra Vista or Las Vegas or or Tucson or Phoenix, or wherever you want to open up an expansion team. Where do we send the referrals? How do we contact you? Yeah, give me a call. 520-909-3085,

Chase Delperdang  54:28

or chase at Team integrity, tucson.com, and then our website is Team integrity, homes.com,

Daren Phillipy  54:35

Chase, what was your phone number? You’re like, acting like I had your note, right? I’m wrong. 525209, 25209093085,

Chase Delperdang  54:46

and shameless plug, I’m a Keller Williams University instructor, so you ever need Career Visioning, leverage series, business planning clinic, anything live to come speak in your respective areas.

Daren Phillipy  54:57

Awesome and your your website. Your email was Chase at Team

Chase Delperdang  55:02

integrity tucson.com and our website is Team integrity homes.com

Daren Phillipy  55:15

because that is not just in Tucson. So I noticed that too, alright. Well, that’s pretty much it guys. Thanks tons for being here. You guys are awesome. I’ll see you guys next week at noon, Pacific, Standard Time.

Speaker 4  55:27

Thank you. More question. My gosh, I’m just about one more. So the number of transactions

Daren Phillipy  55:34

you get hold on. This is the reason why I give this guy crap. Come on. Hey, go. Come on.

Speaker 4  55:39

So you know, obviously you guys are doing a high number of transactions for the average agent. That’s just kind of unfathomable, right? So I’m curious, and correct me. I’m wrong. Did I hear you correctly? Did you guys take over this from a previous owner?

Jenny Adams  55:55

Or so we both were on the team. I’ve been on the team since it started chase a few years ago, and the person who was running the team, to make a long story short, said, I don’t want to anymore. He had other goals he wanted to accomplish. And so we were really doing the day to day stuff already. And so he just stepped down, and we just kept moving forward.

Speaker 4  56:18

Well, the difference in transactions today versus when you guys took over. Was there a difference? What kind of number of transactions were you guys at when you first took over? Versus

Jenny Adams  56:28

now? Yeah. So the year that we finalized everything was in 2022 at the end of 22 and we did 547 homes that year in 2023 we did 465, market, very different, right? But not a huge dip, considering we we were outpacing all of our markets. So for us, it was still a win.

Speaker 4  56:59

So So based on your experience, whether on the team before or now. Like, what were your biggest challenges, kind of leveling up in terms of per transaction per year, what were some of those challenges like? And then today, when you’re doing that many challenges, what are some of the the major stress points every day where you guys are like, Dude, I don’t know if we’re going to be able to get through this and then you figure something out. Give me a little feedback

Jenny Adams  57:24

on that. Yeah, no, no, not at all. I would say our major stressors right when we took over was in 22 the previous owner did do a big hiring spree and did not follow the CV process, and some of that was on us as well, but so we had to help a handful of people realize that real estate was not the profession for them, right? We gave them our all. We didn’t tell anyone you’re not welcome here. But we really had to shrink and so that was our number one thing. We didn’t make a ton of changes, except for culture changes, because we felt like everyone just needs, like, some love and stability. We had some really challenging things that happened very early on, when we took over, we we lost a team member, and so everyone just needed, like, a hug and some love, and we did that for all of 23 in 24 it’s really been about our systems and our accountability. So we hired a Maps coach for Chase and I, and then one for our admin team, and that has been very helpful. I when we were with Gary last week, he had said, you know, not everyone wakes up every single day with that, like, I’m going to go 100 miles an hour, right? Like we all have stages of life where things happen, right, and we might just wake up and only feel like going 50 miles per hour that day, right? And so Gary had said, you have to have systems that are aggressive. And so I would say that that is our current. I wouldn’t call it a challenge, but that’s our current. Focus is, how do we make sure that all of our systems are aggressive, so that if we are not aggressive that day, it’s okay, because our systems are that’s so good. You had asked what our current stress is. I feel like it’s what everyone is feeling, where there are some days, a couple days in a row, where it’s crickets, our agents turn in numbers every day, and we’ll have very few appointments and very few contracts. And it’s like, what are we doing? And then the next three days will be really high in contracts and appointments. So I think our stress is the same as everyone else’s. It’s, it’s this,

59:55

thank you. Sorry to extend.

Daren Phillipy  59:56

That’s right. He’s, we only booked him for now. Nathan, do you want them another hour? Personally? They’ll just zoom on into your you have another question you had

1:00:05

for the extra time. It’s alright,

Daren Phillipy  1:00:09

guys. I love you. Thank you so much for being here. It wouldn’t be so great without great full room too. So thank you, and I will see you guys next week. Nathan, one more question. Yeah.

1:00:19

Daren, well, Ozzy’s

Daren Phillipy  1:00:21

got one too.

Speaker 2  1:00:22

Your last name is not Phillipy, it’s Martinez, and you did jump the wall. I don’t believe you. I don’t believe you. Alright, see

Daren Phillipy  1:00:29

you with that. We are out guys. Thank you, Todd, I’ll see you guys next week. Alright? Well, there you go. There’s another great OT, so glad you guys made it. So glad you were able to be a part on coming back week after week after week and hearing what the great teams that are in this country that are doing a ton of business. It’s all about models and systems. If you guys can see, that’s what they do. They’ve got systems for everything. They’re both out of production. They’re both able to feed a large team doing a ton of business, and they’re one of the best. So you guys do know that coming to the OT is one thing, but if you want more help, and you’re looking to build your team bigger, you’re looking for systems. You’re looking for ways to be able to put more money in your pocket, easier. Contact me. That’s all I do. I spend most of my time coaching and helping non kW agents with their business that are building teams. And so if you’re here in Vegas, contact me at 702-706-4949, and I’m here to help you out. Now, most you guys aren’t here in Vegas, but you can still reach out to me, contact me. I’ll do a little zoom back and forth, and also connect you with those who are familiar with the teams, models of teams. So that’s pretty much it, guys, dang, it’s getting good. These guys are so good coming every single week. So that’s pretty much it. Show up next week, eat in the room until next time COVID, do some good.

Announcer  1:02:04

Thanks for coming to the OT. Remember, you can join us every Tuesday at 1130 Pacific, Standard Time on Zoom, gain zoom, access the OT archive and other team resources at only four teams.com. See you next week. You